Robbins Mgmt 10ce Tif Ch01 (1)

Management, 10ce (Robbins)Chapter 1 Introduction to Management and Organizations

1) In order to be considered a manager, an individual must coordinate the work of others.A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: 4Topic: Understand what makes someone a manager. Skill: Recall

2) Management affects employee morale but not a company's financial performance.A) TrueB) False

Answer: FalseDiff: 1 Type: TF Page Ref: 4Topic: Understand what makes someone a manager. Skill: Recall

3) Managers may have other work duties not related to coordinating the work of others.A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: 4Topic: Understand what makes someone a manager. Skill: Applied

4) Supervisors and shift managers may both be considered first-line managers.A) TrueB) False

Answer: TrueDiff: 1 Type: TF Page Ref: 4Topic: Understand what makes someone a manager. Skill: Applied

5) Middle managers coordinate the work of nonmanagerial employees who are directly involved with the production or creation of the organization's products.

A) TrueB) False


6) Top managers typically have titles such as regional manager, plant manager, or division manager.

A) TrueB) False


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7) Effectiveness refers to getting the most amount of output from the least amount of inputs.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: 5Topic: Define management and describe what managers do. Skill: Recall

8) Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or the attainment of organizational goals.

A) TrueB) False

Answer: TrueDiff: 3 Type: TF Page Ref: 5Topic: Define management and describe what managers do. Skill: Recall

9) Managers who are effective at meeting organizational goals always act efficiently.A) TrueB) False


10) An organization that achieves its goals but at a very high cost would be considered effective but not very efficient.

A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: 6Topic: Define management and describe what managers do. Skill: Applied

11) The four contemporary functions of management are planning, organizing, leading, and delegating.

A) TrueB) False


12) Determining who reports to whom is part of the planning function of management.A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: 8Topic: Define management and describe what managers do. Skill: Applied


13) Directing and motivating are part of the organizing function.A) TrueB) False


14) According to Mintzberg, the roles of figurehead, leader, and liaison are all interpersonal roles.

A) TrueB) False


15) Typical activities for the role of spokesperson include greeting visitors and signing legal documents.

A) TrueB) False


16) The associate dean of business management is responsible for preparing the schedule of classes at a large Canadian university. As she schedules each instructor's classes at specific times, she is performing Mintzberg's role of resource allocator.

A) TrueB) False


17) A finance manager who reviews reports and reads Canadian Business on a regular basis is performing the role of liaison.

A) TrueB) False


18) Disturbance handler is one of Mintzberg's interpersonal roles.A) TrueB) False

Answer: FalseDiff: 3 Type: TF Page Ref: 8


Topic: Define management and describe what managers do. Skill: Recall

19) According to Mintzberg's management roles, the informational role involves receiving, collecting, and disseminating information.

A) TrueB) False


20) All three of Mintzberg's interpersonal roles are part of the leading function.A) TrueB) False


21) Resource allocation and negotiating are both considered decisional roles.A) TrueB) False


22) Fayol's management functions and Mintzberg's management roles are basically the same.

A) TrueB) False


23) According to Mintzberg, the roles of disseminator and figurehead are more important at lower levels of the organization, while the role of leader is most important for top managers.

A) TrueB) False


24) Katz found that managers needed three essential skills: technical, human, and conceptual.

A) TrueB) False

Answer: True


Diff: 1 Type: TF Page Ref: 9Topic: Define management and describe what managers do. Skill: Recall

25) Human skills are equally important at all levels of management.A) TrueB) False


26) Technical skills are critical in dealing with abstract and complex situations.A) TrueB) False


27) Technical skills become less important as a manager moves into higher levels of management.

A) TrueB) False


28) Human skills become less important as a manager moves into top management.A) TrueB) False


29) The three common characteristics of all organizations are distinct purpose, deliberate structure, and material resources.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: 10Topic: Describe the characteristics of an organization. Skill: Recall

30) A distinct purpose is important in defining an organization.A) TrueB) False

Answer: TrueDiff: 1 Type: TF Page Ref: 10Topic: Describe the characteristics of an organization. Skill: Recall


31) Today's new organizations tend to be more stable and job-focused than traditional organizations.

A) TrueB) False


32) Today's new organizations tend to be more skills-focused and customer-oriented than traditional organizations.

A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: 11Topic: Describe the characteristics of an organization. Skill: Recall

33) Managers who work in not-for-profit organizations are called civil servants.A) TrueB) False


34) Managers of government-owned Crown corporations are not considered civil servants.

A) TrueB) False

Answer: TrueDiff: 3 Type: TF Page Ref: 12Topic: Describe the characteristics of an organization. Skill: Applied

35) Few companies today require codes of ethics to help maintain high ethical standards.A) TrueB) False

Answer: FalseDiff: 1 Type: TF Page Ref: 13Topic: Understand the challenges to managing. Skill: Recall

36) If a manager’s decision is legal, it therefore must be ethical.A) TrueB) False

Answer: FalseDiff: 3 Type: TF Page Ref: 13Topic: Understand the challenges to managing. Skill: Applied


37) Workforce diversity refers to a workforce that is more homogeneous in terms of gender, race, ethnicity, and age.

A) TrueB) False


38) Innovation is only important in high-tech firms.A) TrueB) False


39) Innovation is everyone's responsibility in a learning organization.A) TrueB) False

Answer: TrueDiff: 3 Type: TF Page Ref: 17Topic: Understand the challenges to managing. Skill: Recall

40) According to a Gallup study, the single most important variable in employee productivity and loyalty is __________.

A) payB) workplace environmentC) benefitsD) relationship with their coworkersE) relationship with their direct supervisors

Answer: EDiff: 2 Type: MC Page Ref: 3Topic: Understand what makes a manager Skill: Recall

41) A recent KPMG/Ipsos-Reid study of Canadian companies found that those that made the top-10 list for great human resources practices also scored high on __________.

A) management productivityB) long-term financial performanceC) employee pay and benefitsD) management salariesE) workplace health and safety

Answer: BDiff: 3 Type: MC Page Ref: 3Topic: Introductio Skill: Recall

42) Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals is __________.


A) a coordinatorB) an agentC) a managerD) an operativeE) a subordinate

Answer: CDiff: 1 Type: MC Page Ref: 4Topic: Understand what makes someone a manager Skill: Recall

43) A key distinction between managerial and nonmanagerial positions is that managers __________.

A) prepare the work of othersB) combine the work of othersC) prevent the work of othersD) perform the work of othersE) coordinate the work of others

Answer: EDiff: 1 Type: MC Page Ref: 4Topic: Understand what makes someone a manager Skill: Recall

44) Managers who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization are __________.

A) first-line managersB) middle managersC) top managersD) division managersE) regional managers

Answer: CDiff: 2 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Recall

45) All levels of management between the first-line level and the top level of the organization are termed __________.

A) middle managersB) general managersC) associate managersD) foremenE) supervisors

Answer: ADiff: 1 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Recall

46) Executive vice-president, president, managing director, chief operating officer, chief executive officer, or chairman of the board are positions associated with which level of management?

A) associate managers


B) middle managersC) first-line managersD) top managersE) general managers

Answer: DDiff: 1 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Applied

47) Division managers and plant managers are most likely at which level of management?

A) regionalB) middleC) first-lineD) topE) supervisor

Answer: BDiff: 2 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Applied

48) The lowest level of management is __________.A) a nonmanagerial employeeB) a plant managerC) a vice-presidentD) a first-line managerE) a general manager

Answer: DDiff: 1 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Recall

49) Supervisor is a common title for whom?A) project leadersB) middle managersC) first-line managersD) top managersE) plant managers

Answer: CDiff: 2 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Applied

50) Managers with titles such as project leader, plant manager, or regional manager are __________.

A) first-line managersB) top managersC) managing directorsD) middle managersE) chief operating officers



51) Division manager is associated with which of the following levels of management?A) team leadersB) middle managersC) first-line managersD) top managersE) associate managers


52) __________ is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people.

A) LeadingB) ManagementC) SupervisionD) ControllingE) Production

Answer: BDiff: 1 Type: MC Page Ref: 5Topic: Define management and describe what managers do Skill: Recall

53) Effectiveness refers to __________.A) cost minimizationB) resource controlC) goal attainmentD) efficiencyE) doing things right

Answer: CDiff: 3 Type: MC Page Ref: 6Topic: Define management and describe what managers do Skill: Recall

54) Efficiency refers to __________.A) the relationship between inputs and outputsB) the additive relationship between costs and benefitsC) the exponential nature of costs and outputsD) increasing outputs regardless of costE) doing the right things

Answer: ADiff: 2 Type: MC Page Ref: 6Topic: Define management and describe what managers do Skill: Recall

55) If you achieve a higher level of output for a given input, you have __________.


A) decreased effectivenessB) increased effectivenessC) decreased efficiencyD) increased efficiencyE) increased both effectiveness and efficiency

Answer: DDiff: 2 Type: MC Page Ref: 6Topic: Define management and describe what managers do Skill: Applied

56) An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be__________.

A) efficient and effectiveB) efficient but not effectiveC) effective but not efficientD) neither efficient nor effectiveE) doing the right things

Answer: BDiff: 3 Type: MC Page Ref: 6Topic: Define management and describe what managers do Skill: Applied

57) If a college cuts the cost of an education by using mostly unskilled instructors and at the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college is __________.

A) efficient and effectiveB) efficient but not effectiveC) effective but not efficientD) neither efficient nor effectiveE) doing the right things


58) The goal of Dempsey's Dumpsters is to provide trash services to the city of Apex, whose motto is "The peak of good living." The customers are satisfied with the level of service, but costs at Dempsey's Dumpsters are double that of their competition. Dempsey’s is __________.

A) efficient and effectiveB) efficient but not effectiveC) effective but not efficientD) neither efficient nor effectiveE) not achieving its goals

Answer: CDiff: 3 Type: MC Page Ref: 6Topic: Define management and describe what managers do Skill: Applied


59) Pierre's Auto Repair Shop is mostly concerned with using the least amount of paint, labour, and other materials required to repair its customers' cars. Its primary goal is ____________.

A) effectivenessB) goal attainmentC) efficiencyD) doing the right thingsE) customer satisfaction


60) Whereas __________ is concerned with the means of getting things done, __________ is concerned with the ends, or attainment of organizational goals.

A) effectiveness; efficiencyB) efficiency; effectivenessC) effectiveness; goal attainmentD) goal attainment; resource usageE) resource usage; efficiency


61) The four functions of management are __________.A) planning, organizing, staffing, and directingB) planning, organizing, leading, and directingC) planning, organizing, leading, and staffingD) planning, organizing, leading, and controllingE) planning, organizing, leading, and delegating

Answer: DDiff: 2 Type: MC Page Ref: 7Topic: Define management and describe what managers do Skill: Recall

62) __________ first proposed that all managers perform five functions: planning, organizing, commanding, coordinating, and controlling.

A) Guy LalibertéB) Henry FordC) Peter DruckerD) Henri FayolE) Henry Mintzberg


63) __________ was a French industrialist who first identified the basic management functions.


A) Guy LalibertéB) Henry FordC) Peter DruckerD) Henri FayolE) Henry Mintzberg


64) Writing an organizational strategic plan is an example of which management function?

A) leadingB) coordinatingC) planningD) organizingE) delegating


65) Organizing includes __________.A) defining organizational goalsB) monitoring organizational performanceC) motivating organizational membersD) determining who performs which tasksE) comparing actual performance to previously set goals


66) Today, the basic management functions are considered to be ________.A) planning, coordinating, staffing, and directingB) planning, organizing, leading, and directingC) commanding, organizing, leading, and staffingD) planning, organizing, leading, and controlling


67) A manager resolving conflict among organizational members is performing what function?

A) controllingB) planningC) organizingD) leadingE) coordinating



68) The process of monitoring, comparing, and correcting is called __________.A) controllingB) coordinatingC) leadingD) organizingE) planning


69) Amy is a supervisor at a large manufacturing plant. She has spent her day trying to ensure that the light bulbs coming off the assembly line light up 99.5 per cent of the timE) She has spent her day performing the management activity of __________.

A) planningB) organizingC) leadingD) coordinatingE) controlling

Answer: EDiff: 3 Type: MC Page Ref: 7Topic: Define management and describe what managers do Skill: Applied

70) Richard is a manager at a large hospital. He has spent his day arranging the work schedules of employees for the next month. He had to ensure that there was a registered nurse on every shift, and that each was assigned to the area that best suited their qualifications. He has spent his day performing the management activity of __________.

A) planningB) leadingC) organizingD) controllingE) delegating


71) Sylvia has spent the day in a meeting that focused on her company's future. Managers were trying to predict how the role of their company might change over the next 10 years. Goals were then developed based upon their vision of the company's mission.

A) planningB) organizingC) leading


D) controllingE) coordinating

Answer: ADiff: 3 Type: MC Page Ref: 7Topic: Define management and describe what managers do Skill: Applied

72) Mintzberg's 10 management roles are grouped into __________.A) interpersonal relationships, information transfer, and decision makingB) interpersonal relationships, leadership, and decision makingC) leadership, decision making, and planningD) information transfer, decision making, and resource allocationE) interpersonal relationships, decision making, and resource allocation


73) __________ studied actual managers at work and concluded that they perform 10 different but highly interrelated management roles.

A) Henri FayolB) Henry FordC) Henry FondaD) Henry MorrisE) Henry Mintzberg

Answer: EDiff: 1 Type: MC Page Ref: 8Topic: Define management and describe what managers do Skill: Recall

74) According to Mintzberg's management roles, the __________ roles are those that involve people and other duties that are ceremonial and symbolic in nature.

A) informationalB) interpersonalC) technicalD) decisionalE) conceptual


75) The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important at the __________ levels of the organization.

A) lowerB) middleC) higherD) supervisoryE) operational

Answer: C


Diff: 2 Type: MC Page Ref: 8Topic: Define management and describe what managers do Skill: Applied

76) Which of the following is a decisional role according to Mintzberg?A) spokespersonB) entrepreneurC) monitorD) liaisonE) disseminator


77) A human resources manager attending a meeting of the local chapter of the Human Resources Management Association of Canada would be functioning in which role?

A) informationalB) leaderC) liaisonD) disseminatorE) entrepreneur


78) A finance manager who reads the Journal of Applied Corporate Finance on a regular basis would be performing which role?

A) figureheadB) monitorC) disseminatorD) entrepreneurE) negotiator


79) Ed is a mid-level human resources manager and is involved in discussions between management and the employees union. They are discussing wage issues. Management wants to keep wages at the legal minimum wage. The union wants minimum wage plus an increase of $2.00 per hour. Ed is acting as a(n)______________ on behalf of management.

A) spokespersonB) monitorC) disseminatorD) entrepreneurE) negotiator

Answer: E


Diff: 2 Type: MC Page Ref: 8Topic: Define management and describe what managers do Skill: Applied

80) Rachel is a marketing manager of a product division at New Tech Corporation. She is presenting a new product idea to the director of research and development, which could lead to a profitable new opportunity for the company. Rachel is performing the role of __________.

A) figureheadB) monitorC) disseminatorD) entrepreneurE) negotiator


81) Richard spends a half-hour every morning reading the current periodicals concerned with his business. He is performing which managerial role?

A) negotiatorB) liaisonC) figureheadD) monitorE) disseminator


82) Many of Mintzberg's roles align with the basic functions of management. For example, the role of __________ is part of the planning function.

A) figureheadB) leaderC) liaisonD) resource allocatorE) monitor


83) The emphasis that managers give to the various management roles seems to change based on their __________.

A) organizational levelB) tenure with the organizationC) experience in their fieldD) personalityE) leadership style

Answer: A


Diff: 2 Type: MC Page Ref: 9Topic: Define management and describe what managers do Skill: Recall

84) Which of the following is an interpersonal role according to Mintzberg?A) figureheadB) disturbance handlerC) negotiatorD) spokespersonE) disseminator


85) Which of Mintzberg's management roles involves receiving, collecting, and disseminating information?

A) interpersonalB) informationalC) technicalD) decisionalE) conceptual


86) Which of the following is an informational role according to Mintzberg?A) liaisonB) monitorC) resource allocatorD) spokespersonE) negotiator


87) Many of Mintzberg's roles align with the basic functions of management. For example, all three interpersonal roles are part of the __________ function.

A) organizingB) planningC) leadingD) controllingE) coordinating



88) According to the textbook, which of the following managerial roles is more important at the higher levels of an organization?

A) leaderB) monitorC) disturbance handlerD) disseminatorE) resource allocator


89) According to research by Robert Katz, what three essential skills do managers need?A) technical, human, and empiricalB) human, empirical, and conceptualC) technical, interpersonal, and controllingD) technical, human, and functionalE) technical, human, and conceptual


90) Understanding building codes would be considered a __________ skill for a building contractor.

A) humanB) technicalC) conceptualD) empiricalE) functional


91) As managers move to higher organizational levels, the need for __________ skills decreases, but the need for __________ skills continues to be equally important.

A) human; technicalB) conceptual; technicalC) technical; humanD) human; conceptualE) technical; conceptual

Answer: CDiff: 3 Type: MC Page Ref: 9Topic: Define management and describe what managers do Skill: Recall

92) Managers with good __________ are able to get the best out of their people.A) human skillsB) conceptual skills


C) technical skillsD) empiricalE) functional


93) Which of the following phrases best describes technical skills?A) motivating subordinatesB) applying expertise in a certain specialized fieldC) communicating with managersD) thinking about abstract and complex problemsE) understanding the relationships among organizational subunits


94) Which of the following phrases best describes conceptual skills?A) motivating subordinatesB) applying expertise in a certain specialized fieldC) communicating with managersD) inspiring enthusiasm and trustE) thinking about abstract and complex problems


95) The ability to work well with other people, both individually and in a group, requires __________ skills.

A) technicalB) behaviouralC) conceptualD) humanE) functional


96) Which of the following skills is most likely to be defined using terms such as abstract situations and visualization?

A) interpersonalB) humanC) technicalD) conceptualE) functional

Answer: D


Diff: 2 Type: MC Page Ref: 9Topic: Define management and describe what managers do Skill: Recall

97) Which of the following skills are more important at lower levels of management since these managers are dealing directly with the employees doing the organization's output?

A) humanB) technicalC) conceptualD) empiricalE) functional


98) Which of the following is true concerning technical and managerial skills?A) Human skills and technical skills remain equally important as managers move

to higher levels.B) Technical-skill needs remain necessary and human skills decrease as managers

move to higher levels.C) Human skills remain necessary and technical-skill needs decrease as managers

move to higher levels.D) Both human-skill and technical-skill needs decrease as managers move to

higher levels.Answer: CDiff: 3 Type: MC Page Ref: 9Topic: Define management and describe what managers do Skill: Applied

99) Managers with good ________ are able to communicate, motivate, and lead to get the best out of their people.

A) human skillsB) conceptual skillsC) technical skillsD) visual skillsE) artistic skills


100) Michael's strength as a manager lies in his ability to work with peoplE) He is very good at motivating and leading his subordinates. Michael is demonstrating which managerial skill?

A) conceptualB) politicalC) technicalD) human


E) functionalAnswer: DDiff: 2 Type: MC Page Ref: 9Topic: Define management and describe what managers do Skill: Applied

101) Angelo is well known for his skills in using the advanced programming software of the engineering field. In fact, it was his specialized knowledge that led to his promotion to supervising manager. Which managerial skill is Angelo demonstrating?

A) conceptualB) politicalC) technicalD) humanE) functional


102) Maureen has left the automotive industry to become CEO at a troubled software company. In her first few meetings with management, she provides a new vision for the company and presents several ideas about restructuring departments to build on the firm’s track record and human resources.

A) good technical but weak conceptual skillsB) good human but weak conceptual skillsC) good political but weak conceptual skillsD) good political but weak human skillsE) good conceptual but weak technical skills


103) An organization is best defined as __________.A) the physical location where people workB) a collection of individuals working for the same companyC) a deliberate arrangement of people to accomplish some specific purposeD) a group of individuals focused on profit-making activitiesE) a group of individuals who work in the nonprofit sector

Answer: CDiff: 1 Type: MC Page Ref: 10Topic: Describe the characteristics of an organization Skill: Recall

104) Which common characteristic of all organizations is typically expressed in terms of a goal or a set of goals?

A) peopleB) business strategyC) deliberate structure


D) distinct purposeE) competitive advantage

Answer: DDiff: 2 Type: MC Page Ref: 10Topic: Describe the characteristics of an organization Skill: Recall

105) Which common characteristic of all organizations defines members' work relationships?

A) peopleB) business strategyC) deliberate structureD) distinct purposeE) competitive advantage


106) A deliberate arrangement of people to accomplish some specific purpose is called a(n) __________.

A) structureB) processC) organizationD) operationE) business


107) New organizations tend to be more __________ than traditional organizations.A) individual-orientedB) command-orientedC) rule-orientedD) customer-orientedE) job-focused


108) Traditional organizations tend to be more __________ than new organizations.A) dynamicB) flexibleC) individual-orientedD) customer-orientedE) skills-focused

Answer: CDiff: 2 Type: MC Page Ref: 11


Topic: Describe the characteristics of an organization Skill: Recall

109) New organizations tend to be __________.A) dynamic, team-oriented, and job-focusedB) dynamic, team-oriented, and rule-orientedC) dynamic, individual-oriented, and skills-focusedD) dynamic, customer-oriented, and skills-focusedE) dynamic, skills-focused, and rule-oriented


110) New organizations tend to be dynamic, flexible, and __________.A) team-orientedB) rule-orientedC) individual-orientedD) job-focusedE) stable

Answer: ADiff: 2 Type: MC Page Ref: 11Topic: Describe the characteristics of an organization Skill: Recall

111) __________ are businesses that are structured like private sector companies but are owned by governments rather than shareholders.

A) SubsidiariesB) Publicly held corporationsC) Public sector organizationsD) Government agenciesE) Crown corporations

Answer: EDiff: 2 Type: MC Page Ref: 11Topic: Describe the characteristics of an organization Skill: Recall

112) The sales and marketing component of e-business is called __________.A) e-marketingB) e-business enabledC) e-distributionD) e-commerceE) e-merchandising

Answer: DDiff: 1 Type: MC Page Ref: 15Topic: Understand the challenges to managing Skill: Recall

113) __________ involves cultivating a learning culture in which organization members systematically gather knowledge and share it with others in the organization to achieve better performance.


A) Knowledge managementB) Learning organizationC) E-business enhanced organizationD) Learning managementE) Information management

Answer: ADiff: 1 Type: MC Page Ref: 18Topic: Understand the challenges to managing Skill: Recall

114) Which of the following best describes the attitude toward change in a learning organization?

A) If it's working, don't change it.B) If it's not working, don't change it.C) If you are changing, it won't be working for long.D) If it's working, it should work for a long time.E) If you are not changing, it won't be working for long.

Answer: EDiff: 3 Type: MC Page Ref: 18Topic: Understand the challenges to managing Skill: Applied

115) Which of the following best describes the attitude toward new ideas in a learning organization?

A) If it wasn't invented here, reject it.B) If it wasn't invented here, change it.C) If it wasn't invented here, reinvent it.D) If it was invented or reinvented here, accept it.E) If it was invented or reinvented here, reject it.

Answer: EDiff: 3 Type: MC Page Ref: 18Topic: Understand the challenges to managing Skill: Applied

116) In a learning organization, the main fear is __________.A) not adaptingB) making mistakesC) changing too quicklyD) inefficiencyE) losing profit

Answer: ADiff: 2 Type: MC Page Ref: 18Topic: Understand the challenges to managing Skill: Recall

117) In a learning organization, the manager's job is to __________ others.A) monitorB) enableC) controlD) teach


E) directAnswer: BDiff: 1 Type: MC Page Ref: 18Topic: Understand the challenges to managing Skill: Recall

118) Universality of management means that __________.A) all managers in all organizations perform the four management functionsB) all managers in all organizations can perform their job the same wayC) all organizations can hire any manager to perform the management jobsD) any manager can work in any organization and perform any management jobE) all managers in all organizations have the same basic skills

Answer: ADiff: 3 Type: MC Page Ref: 19Topic: Explain the value of studying management Skill: Applied

119) Which of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational work areas, and in organizations in all countries around the globe?

A) the universality of managementB) the segmentation of managementC) the diversity of managementD) the management revolutionE) the evolution of management

Answer: ADiff: 1 Type: MC Page Ref: 19Topic: Explain the value of studying management Skill: Recall

120) Refer to the scenario below to answer the following questions.

The Customer Meeting (Scenario)

Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product sold to distributors. Kelly reports to Sam, a production manager, who in turn reports to Pat, a general manager, who reports to Chris, a vice-president of operations. Recently, Chris asked Pat to have a meeting with Kelly and Sam regarding some recent customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns and to develop a specific plan to address these concerns.

What do Kelly, Sam, Pat, and Chris all have in common?A) They all produce the same product.B) They all have the same job content.C) They all are managers.D) They all have the same vision.E) They all report to top management.

Answer: C


Diff: 1 Type: MC Page Ref: 4Topic: Understand what makes someone a manager Skill: Applied




Kelly is at what level of management?A) top manager B) division managerC) middle managerD) first-line managerE) managing director





Sam and Pat are both at what level of management?A) top manager B) middle managerC) supervisorD) first-line managerE) managing director






Chris is most likely at what level of management?A) top manager B) supervisorC) middle managerD) first-line managerE) regional manager

Answer: ADiff: 2 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Applied




The meeting that Chris has asked Pat to have with Sam and Kelly reflects the growing recognition that __________.

A) customer concerns are important only to first-line managersB) customer responsiveness is important throughout the organization, not only in

the marketing departmentC) focusing on the customer is the sole responsibility of the marketing departmentD) employee attitudes and behaviours do not significantly impact customer

responsivenessE) customer responsiveness must be effectively delegated in order to succeed in

today's competitive marketplaceAnswer: B


Diff: 3 Type: MC Page Ref: 12Topic: Understand the challenges to managing Skill: Applied


The Perfect Manager (Scenario)

Amy Kwon has proven herself to be an able manager. Her department has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. She performs all the required functions of a manager, but some say that the "secret" of her success is her ability to direct and motivate others.

Amy's ability to get activities completed efficiently and effectively with and through other people is known as __________.

A) coordinationB) supervisionC) coercionD) delegationE) management





Amy's ability to get the same amount of product completed with fewer people is a reflection of her __________.

A) efficiencyB) process skillsC) leadershipD) entrepreneurshipE) effectiveness






Getting her projects completed with a high quality rating is an indication of Amy's __________ as a manager.

A) leadershipB) efficiencyC) effectivenessD) attention to detailE) entrepreneurship





If Amy accomplished her project on time with high-quality results, but she took more time than other managers to complete this, you could say that as a manager she was __________.

A) effective but not entrepreneurialB) entrepreneurial but not efficientC) entrepreneurial but not effectiveD) effective but not efficientE) efficient but not effective






The "secret" of Amy's success involves which management function?A) planningB) controllingC) organizingD) coordinatingE) leading



Management Skills (Scenario)

Gavin Clayton is vice-president of product development at Canadian Aircraft Manufacturing (CAM). The company specializes in smaller civilian aircraft for commuter airlines and corporate executives. Gavin is trying to decide if the company should proceed in its plans to produce a new larger scale aircraft. He knows that the new aircraft supports the corporate strategy and will enhance their competitive position in the industry. As a former engineer with years of experience in aircraft design and production, he also knows that his company has the skills and capability to produce the new aircraft. In fact, he believes that the new larger aircraft will result in scale economies for CAM—allowing it to produce more profitable aircraft with roughly the same labour resources. Unfortunately, this could be a sore point with the labour union that represents the aircraft assembly workers. While Gavin has always maintained a good relationship with these workers, he knows they are suspicious of management’s motives. If the workers perceive the new larger aircraft as a management ploy to increase worker productivity, they will resist the change. Management will definitely have to get the support of the union before they implement the new production plans. Gavin gazes out his window and ponders how best to proceed with the situation.

When Gavin knew that the new aircraft would support the corporate strategy, he was utilizing which managerial skill?

A) leadershipB) technicalC) conceptualD) planningE) human






Gavin's reliance on his previous engineering and design experience to assess their production capabilities best demonstrates which managerial skill?

A) planningB) technicalC) humanD) leadershipE) conceptual




Gavin Clayton is vice-president of product development at Canadian Aircraft Manufacturing (CAM). The company specializes in smaller civilian aircraft for commuter airlines and corporate executives. Gavin is trying to decide if the company should proceed in its plans to produce a new larger scale aircraft. He knows that the new aircraft supports the corporate strategy and will enhance their


competitive position in the industry. As a former engineer with years of experience in aircraft design and production, he also knows that his company has the skills and capability to produce the new aircraft. In fact, he believes that the new larger aircraft will result in scale economies for CAM—allowing it to produce more profitable aircraft with roughly the same labour resources. Unfortunately, this could be a sore point with the labour union that represents the aircraft assembly workers. While Gavin has always maintained a good relationship with these workers, he knows they are suspicious of management’s motives. If the workers perceive the new larger aircraft as a management ploy to increase worker productivity, they will resist the change. Management will definitely have to get the support of the union before they implement the new production plans. Gavin gazes out his window and ponders how best to proceed with the situation.

The fact that Gavin has always maintained a good relationship with the assembly workers is evidence of which managerial skill?

A) planningB) conceptualC) monitorD) technicalE) human






Assuming that the goal of CAM is to be profitable, producing the new larger aircraft should make the company __________.

A) equally effective but more efficientB) equally efficient but more effectiveC) equally efficient and effectiveD) more efficient but less effectiveE) more effective but less efficient





If Gavin joins the management team in discussions with the union about producing the new aircraft, he will be performing the management role of __________.

A) liaisonB) disseminatorC) spokespersonD) figureheadE) negotiator




The Busy Day (Scenario)

Don Martin, plant manager at Control Systems, Inc., sighed as he sipped his cup of coffee and reviewed his hectic schedule for the day. He has to escort two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the East Coast. Then he has a meeting with the unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he does not enjoy). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division vice-president. Finally, in the late afternoon, he will be reviewing a recent equipment malfunction and deciding whether to bring in extra technicians to get the equipment operating again as soon as possible. Whew! It was just another busy day in the life of a manager.

When Don conducts the tour for the visiting East Coast managers, he will be performing which management role?

A) leaderB) figureheadC) monitorD) spokespersonE) liaison


136) Refer to the scenario below to answer the questions that follow.


Don Martin, plant manager at Control Systems, Inc., sighed as he sipped his cup of coffee and reviewed his hectic schedule for the day. He has to escort two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the east coast. Then he has a meeting with the unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he does not enjoy). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division vice-president. Finally, in the late afternoon, he will be reviewing a recent equipment malfunction and deciding whether to bring in extra technicians to get the equipment operating again as soon as possible. Whew! It was just another busy day in the life of a manager.


When Don meets with Phil to discuss his performance concerns, he will be performing which management role?

A) negotiatorB) figureheadC) leaderD) liaisonE) spokesperson

Answer: CDiff: 3 Type: MC Page Ref: 8Topic: Define management and describe what managers do. Skill: Applied




What role will Don be performing when he reviews his trade journals?A) disseminatorB) figureheadC) leaderD) liaisonE) monitor




Don Martin, plant manager at Control Systems, Inc., sighed as he sipped his cup of coffee and reviewed his hectic schedule for the day. He has to escort two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from


the east coast. Then he has a meeting with the unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he does not enjoy). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division vice-president. Finally, in the late afternoon, he will be reviewing a recent equipment malfunction and deciding whether to bring in extra technicians to get the equipment operating again as soon as possible. Whew! It was just another busy day in the life of a manager.

What role will Don perform when he gives the plant tour to the newspaper reporter?A) monitorB) leaderC) disseminatorD) entrepreneurE) spokesperson





When Don reviews the new equipment malfunction, what management role will he perform when deciding whether to bring in extra people?

A) monitorB) resource allocatorC) figureheadD) negotiatorE) disseminator

Answer: BDiff: 3 Type: MC Page Ref: 8


Topic: Define management and describe what managers do Skill: Applied


Joe the Manager (Scenario)

As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce next week, as well as which products will be produced on which days in the department. He also decides which employees are going to be responsible for operating which machines, since all his subordinates are multi-skilled assemblers. On Monday, he hands out work assignment sheets to inform the employees about which machines each will operate for the week. Joe also announces that the schedule will be challenging because of an increase in the targeted number of output units. He encourages his subordinates by telling them that he is confident they will achieve the production targets because they are such hard-working and skilled employees. Then, during the week, he monitors the daily production output and records the number of units that successfully achieved the company's quality standards, as well as the number of units that were unsatisfactory and had to be scrapped.

When Joe decides which employees will be responsible for operating which machines, he is performing the management function of _________________.

A) controllingB) leadingC) planning.D) organizingE) directing




As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce next week, as well as which products will be produced on which days in the department. He also decides which employees are going to be responsible for operating which machines, since all his subordinates are multi-skilled assemblers. On Monday, he hands out work assignment sheets to inform the employees about which machines each will operate for the week. Joe also announces that the schedule will be challenging because of an increase in the targeted number of output units. He encourages his subordinates by telling them that he is confident they will achieve the production targets because they are such hard-working and skilled employees. Then, during the week, he monitors the daily production output and records the number of units that successfully achieved the


company's quality standards, as well as the number of units that were unsatisfactory and had to be scrapped.

When Joe decides how many units of output his employees should produce next week and on which days certain products will be run, he is performing which management function?

A) controllingB) leadingC) planningD) organizingE) delegating





When Joe monitors amount of output that the employees have successfully completed, as well as number of units that have been scrapped, he is performing which management function?







When Joe tells the employees he is confident they can achieve the production targets because they are such hard-working and skilled employees, he is performing which management function?





As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce next week, as well as which products will be produced on which days in the department. He also decides which employees are going to be responsible for operating which machines, since all his subordinates are multi-skilled assemblers. On Monday, he hands out work assignment sheets to inform the employees about which machines each will operate for the week. Joe also announces that the schedule will be challenging because of an increase in the targeted number of output units. He encourages his subordinates by telling them that he is confident they will achieve the production targets because they are such hard-working and skilled employees. Then, during the week, he monitors the daily production output and records the number of units that successfully achieved the company's quality standards, as well as the number of units that were unsatisfactory


and had to be scrapped.

Joe's position is at which managerial level?A) top managerB) middle managerC) managing directorD) general managerE) first-line manager

Answer: EDiff: 2 Type: MC Page Ref: 5Topic: Understand what makes someone a manager Skill: Applied

145) Refer to the scenario below to answer the questions that follow.

A Day in the Life of a CEO (Scenario)

Carly spent the day "shadowing" her uncle Dave, who is the CEO of a large consumer electronics company. Carly is a business management major at a local college, and one of her class assignments was to interview a business manager. When she approached her uncle about the assignment, he invited her to follow him around for a day to observe the typical business activities of a top manager. She noted that he spent the day dealing with a variety of issues. First he met with a division manager who was having difficulty achieving production targets due to his inability to motivate the employees. Then they visited the assembly line to inspect a new machine designed to increase production output. Uncle Dave had once been a production engineer, and the department supervisor and assembly workers were impressed by his knowledge of the new machine’s operating specifications. At lunch they met with a group of local CEOs from other companies where everything from the new hiring laws to the latest economic reports was discussed. After lunch, Carly attended a meeting where the five-year strategic plan for the entire company was being evaluated. For her uncle it was a typical day in the life of a CEO, but for Carly it had been a day full of information that she could use for her class assignment.

The division manager's inability to motivate his employees may be a sign of weak __________ skills.

A) technicalB) humanC) politicalD) conceptualE) organizational






As a former production engineer, Uncle Dave was able to use his __________ skills to examine the operating specifications of the new machine.





Carly spent the day "shadowing" her uncle Dave, who is the CEO of a large consumer electronics company. Carly is a business management major at a local college, and one of her class assignments was to interview a business manager. When she approached her uncle about the assignment, he invited her to follow him around for a day to observe the typical business activities of a top manager. She noted that he spent the day dealing with a variety of issues. First he met with a division manager who was having difficulty achieving production targets due to his inability to motivate the employees. Then they visited the assembly line to inspect a new machine designed to increase production output. Uncle Dave had once been a


production engineer, and the department supervisor and assembly workers were impressed by his knowledge of the new machine’s operating specifications. At lunch they met with a group of local CEOs from other companies where everything from the new hiring laws to the latest economic reports was discussed. After lunch, Carly attended a meeting where the five-year strategic plan for the entire company was being evaluated. For her uncle it was a typical day in the life of a CEO, but for Carly it had been a day full of information that she could use for her class assignment.

In evaluating the strategic plan for the entire company, Uncle Dave would need to use his __________ skills.






If the new machine increased production output at the same cost, but also caused many more product defects, it would be __________.

A) efficient and effectiveB) efficient but not effective


C) effective but not efficientD) neither efficient nor effectiveE) entrepreneurial but not efficient





At the lunch meeting with other CEOs, Uncle Dave was performing the management role of __________.A) negotiatorB) disseminatorC) resource allocatorD) entrepreneurE) liaison


150) In a short essay, describe and provide examples of first-line, middle, and top managers.

Answer: a. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or


creation of the organization's products. They are often called supervisors but may also be called shift managers, office managers, or even foremen.b. Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager.c. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice-president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.

Diff: 1 Type: ES Page Ref: 5Topic: Understand what makes someone a manager Skill: Recall

151) In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.

Answer: a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Siemens AG factory in Germany, where employees make X-ray equipment, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time needed to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as ''doing things right''—that is, not wasting resources.

b. Effectiveness is often described as ''doing the right things''—that is, those work activities that will help the organization reach its goals. For instance, at the Siemens factory, goals included reducing installation times for customers and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.

Diff: 2 Type: ES Page Ref: 6Topic: Define management and describe what managers do. Skill: Applied

152) In a short essay, list and explain the four basic functions of management.

Answer: a. Planning—defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.b. Organizing—determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.


c. Leading—motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels, or dealing in any way with employee behaviour issues.d. Controlling—monitoring actual performance, comparing it to a standard, and taking corrective action if necessary.

Diff: 2 Type: ES Page Ref: 6-7Topic: Define management and describe what managers do. Skill: Recall

153) In a short essay, list and discuss 7 of the 10 managerial roles developed by Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.

Answer: Interpersonal Rolesa. Figurehead—symbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents.b. Leader—responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates.c. Liaison—maintains self-developed network of outside contacts and informers who provide favours and information. Examples include acknowledging mail, doing external board work, and performing other activities that involve outsiders.

Informational Rolesa. Monitor—seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports, and maintaining personal contacts.b. Disseminator—transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings and making phone calls to relay information.c. Spokesperson—transmits information to outsiders on organization's plans, policies, actions, results, and so on. Examples include holding board meetings and giving information to the media.

Decisional Rolesa. Entrepreneur—searches organization and its environment for opportunities and initiates ''improvement projects'' to bring about changes. Examples include organizing strategy and review sessions to develop new programs.b. Disturbance handler—responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.c. Resource allocator—responsible for the allocation of organizational resources of all kinds; making or approving all significant organizational decisions. Examples include scheduling, requesting authorization, performing any activity


that involves budgeting, and the programming of subordinates' work.d. Negotiator—responsible for representing the organization at major negotiations. Examples include participating in union contract negotiations.

The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles involve making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator.

Diff: 3 Type: ES Page Ref: 8Topic: Define management and describe what managers do. Skill: Recall

154) In a short essay, explain what a learning organization is and provide four examples of how it differs from a traditional organization.

Answer: A learning organization is one that has developed the capacity to continuously learn, adapt, and change. Learning organizations differ from traditional ones in several areas:

Attitude Toward ChangeTraditional Organization: If it's working, don't change it.Learning Organization: If you aren't changing, it won't be working for long.

Attitude Toward New IdeasTraditional Organization: If it wasn't invented here, reject it.Learning Organization: If it was invented or reinvented here, reject it.

Who's Responsible for Innovation?Traditional Organization: Traditional areas such as R&D.Learning Organization: Everyone in the organization.

Main FearTraditional Organization: Making mistakes.Learning Organization: Not learning and adapting.

Competitive AdvantageTraditional Organization: Products and service.Learning Organization: Ability to learn; knowledge and expertise.

Manager's JobTraditional Organization: Control others.Learning Organization: Enable others.


Diff: 3 Type: ES Page Ref: 18Topic: Describe the characteristics of an organization. Skill: Recall


Robbins Mgmt 10ce Tif Ch01 (1)

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